safety and health rules and regulations
TRANSCRIPT
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YAWAR HASSAN KHAN
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Company commitment
Safety is more than just compliance
with Occupational Safety
and Health Administration
(OSHA) regulations and
other government rules.
It’s a state of mind that
must permeate the entire
company, including office
and field personnel,
management and hourly
employees.
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No business can expect to
have good safety performance
unless the president, chief executive
officer or owner demonstrates
through personal conduct and concrete
actions that safety is expected and required
of all
employees.
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However, because managers are confronted
each day with non-safety-related problems that
require immediate handling, they often are
tempted to overlook safety and health activities.
That’s why a company must establish and
enforce safety rules to communicate its commitment
to safety, and ultimately, to prevent
incidents and injuries
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Company rules
Company safety rules are designed primarily as
training aids to familiarize employees with potentially
hazardous situations and operational errors
that can result in injuries. Rules can be readily
developed by observing existing conditions and
reviewing previous accidents.
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Rather than having top management develop
and implement rules, it’s better to have all
parties
help develop the company rules. Involvement
from supervisors, safety coordinators and
employees leads to cooperation and an
understanding
of why the rules exist and what hazards
they are designed to control.
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Involving all parties also helps ensure
the rules are presented in terms
the workers understand
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Whenever possible, rules
should state what is to be
done, rather than what is
prohibited. Positive statements
are more effective
than negative declarations.
Rules also should be logical,
enforceable and applicable
to the specific company or
department operations.
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Whenever possible, rules
should state what is to be
done, rather than what is
prohibited. Positive statements
are more effective
than negative declarations.
Rules also should be logical,
enforceable and applicable
to the specific company or
department operations.
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Rules, such as be careful around
electricity, are too general, and therefore,
not enforceable. And if rules are not or
cannot be
enforced, it impairs the effectiveness of
other rules
and dilutes management’s commitment
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In addition to general company rules, develop
special-purpose safety rules for non-routine
tasks,
the operation of dangerous equipment and other
hazardous jobs.
Review and revise rules on an ongoing basis
and communicate them regularly to employees
during new-employee orientation and at weekly
toolbox talks.
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Government rules
In addition to company rules, employers must
become familiar with the various government
laws that define the minimum duties, actions
and
precautions all employers must take to ensure
the safety and health of their employees.
Federal
rules include OSHA’s regulations for construction
(29 CFR 1904 and 1926) and for general industry
(29 CFR 1904 and 1910).
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Other safety regulations include the Ohio
Administrative
Code, Specific Safety Requirements
of the BWC Relating to Construction and to
All
Workshops and Factories, as well as those of
the
Environmental Protection Agency and state
fire
and building codes.
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Written safety and health programs
OSHA requires all construction companies to
develop and implement a written safety and
health program. A program should describe the
whole of the company’s safety-and-health activities.
Think of it as an ongoing process. Organized
leadership with proper application of the program
is essential to attaining good safety and health
performance, which pays off through:
• Fewer accidents;
• Improved production;
• Increased employee efficiency;
• Enhanced employee morale;
• Lower workers’ compensation costs;
• Decreased OSHA citations and fines.
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Programs should address at least:
• Management commitment and leadership
— Management’s visible support is critical to
the program. Issue clearly stated policies
that
outline the commitment and set the standard
by which management will judge safety and
health behavior;
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Assignment of responsibility — From top
management to the front-line workers, all
employees
must understand what is expected of
them and must be involved in the safety and
health process. Specifically identify safety
and
health responsibilities and expectations for
all
company employees;
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Identification and control of hazards —
Address
how to identify hazards, and how to
abate hazardous situations and behavior.
Company
audits or inspections are a crucial part of
the program;
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Training and education — A training program
for all supervisors and employees must be
ongoing and effective. It must also include
general safety and health issues with site-
specific
hazards and non-routine tasks;
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Record keeping and hazard analysis — Include
evaluation of all incidents, including near-
misses,
so management can determine trends and
causes, and initiate corrective action;
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First aid and medical assistance — Evaluate
emergency procedures and first-aid supplies
available at each job site;
• Site-specific issues — In addition to general
safety and health provisions, address hazards
that are unique to each individual construction
site. Before performing work, conduct an
inspection to determine the unique hazards.
Inform all employees of how to eliminate or
avoid the hazards.
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Elements of a site-specific plan can include:
• Emergency procedures;
• Contact with utilities;
• Interaction with other contractors;
• Weather conditions;
• Environmental conditions;
• Unique activities known to be hazardous, such
as confined space entry or demolition;
• Material-storage areas;
• Access routes;
• Specific training requirements